Building on the success of the Future of Aid: INGOs in 2030 report, IARAN and CHL start the launching of this new study to explore transformative pathways for aid by 2040. With a focus on digitalization, disaster resilience, and decolonizing aid, the project will provide foresight scenarios and a toolkit for systemic transformation. Guided by a dedicated Steering Committee and using methodologies like La Prospective and Causal Layered Analysis, it empowers actors to navigate change collaboratively.
Two years of huge emergency after huge emergency - from the Covid-19 pandemic’s various variants to evacuations from Afghanistan and a series of storms battering the UK - our people are tired, yet the need for humanitarian aid continues to grow. And then the Ukraine crisis boiled over.
We have always struggled to plan for the many uncertainties the future may bring, but the massive disruptions of the last couple of years made us realise that grappling with uncertainty is not an option.
The British Red Cross’s Strategic Insight and Foresight team has been developing a way to rapidly construct scenarios about the future, helping our teams get a sense of likely people’s short-term and longer-term humanitarian needs, as well as the potential ripple effects caused by a crisis.
Afghanistan is one of the countries that received the highest amount of ODI over the past 20 years, yet poverty has lately been on the rise. Aid is heavily politicized and the fight against corruption has shown limited success. Consequently, the aid sector is affected by a fundamental lack of trust: high ranking officials of the Afghan government have repeatedly expressed their distrust of aid actors
In this piece Leonie reflects on a workshop which she attended in mid-June where she spent 3 days with the IARAN fellows: a group of humanitarian professionals with expertise that spans urban planning and UK asylum law to GIS and social entrepreneurship. They discussed how each of them, in their separate organisations can bring change to the humanitarian sector, for the better.
Many have said it before: localisation needs to stop being a talking point and start being a reality. But we have been saying this since the advent of capacity building. So do we really mean it? If so, how can we bring about localised change effectively, and swiftly?
Why localisation is no longer an 'if', but firmly, a 'when'.
The growth in the humanitarian sector to include private companies as partners and implementers challenges the notion that organizations working in the humanitarian sector must be driven by the humanitarian imperative alone. The inclusion of commercial firms whose fundamental purpose is to make a profit necessitates an examination of the consequences when the humanitarian imperative is but one of many motivations.
